Nemetics
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Nemetics
Nemetics, based on the science of complexity, is a process to understand, model and resolve 'wicked problems' by leveraging authentic constraints in various fields like engineering, social and economic movements & transformations, architecture, design of arrival cities and entrepreneurship to name a few. In order to do so Nemetics has developed a neutral language that can be fluently applied across various disciplines and subjects. The primary tool that it uses is designed on vibration and waves, vibrating strings, tubes and fields characterized by frequencies and amplitudes, which are then expressed and modeled in probabilistic terms to resolve 'wicked issues and problems' through co-created re-design.
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Top 10 Competencies for Change Leaders - Gail's list

Top 10 Competencies for Change Leaders - Gail's list | Nemetics | Scoop.it

"Change leader competencies that also include mindsets. All can be developed."

 

This is a handy list worth reviewing from colleague Gail Severini. There's more to come, including a top-ten competencies for change agents those who are the focus of the change.  ~  Deb

 

Excerpts:


Change Leaders' Competencies include:


1.  Determination and discipline - The leader …“Has a profound resolve toward the specific shifts the organization has identified as essential for its future success,...” And, has the personal discipline to ...ake difficult and challenging actions.

 

2.  Self-Knowledge and mindfulness - ...calm in the midst of high-stress, dynamic change. The ability to concentrate and be attentive to other people and concepts...are intricately connected.


6.  Integrative thinking - Once we accept that transformational change presents enormous ambiguity it becomes obvious that the ability “to hold two conflicting ideas in constructive tension”.


7.  Culture awareness - An understanding of the organization’s current and desired cultures [and] plans for making the shift.


10.  Make meaning - Making the change relevant to every resource who has to make the transition --the  unusual capability to put yourself in someone else’s shoes, to ...help them ...navigate their way through it. 

 

Read the full post here.


Via Deb Nystrom, REVELN
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3 Ingredients to Becoming World Class: Will the next Toyota be Chinese, or Indian?

3 Ingredients to Becoming World Class:  Will the next Toyota be Chinese, or Indian? | Nemetics | Scoop.it

"China’s Lenovo is now the second-largest PC maker in the world and hopes to grab the top spot from Hewlett-Packard soon."

 

Read on for goood competitive change  insights here on how 2nd and 3rd tier companies in China and India are now vying for global branding recognition, and why they've got a good shot at making it happen.  

 

Excerpts:

 

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Non-branded companies earn margins of 3-8% and are at risk of being undercut by cheaper rivals. Branded firms enjoy fatter margins of 15% or more.

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Chinese and Indian companies are no longer content to do the grunt work for Western firms, for two simple reasons:

  

non-branded companies typically earn gross margins of 3-8% and are constantly at risk of being undercut by cheaper rivals.      Branded firms enjoy fatter margins (15% or more) and more loyal customers.

 

Yet becoming a global brand is exceedingly hard. ...GfK, a consumer-research company, found that only one-third of Americans were willing even to consider buying an Indian or Chinese car.

 

...How can others make the leap? “The New Emerging-Market Multinationals”, a book by Amitava Chattopadhyay, of INSEAD, and Rajeev Batra, of the University of Michigan’s Ross School of Business, offers some clues.

 


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...global firms need new products and processes that generate buzz.

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The article illustrates three basics:

  

First, they must exploit their two basic advantages—economies of scale and local knowledge—to expand into new markets,      Some firms use their understanding of local markets to expand globally,    Others move swiftly to exploit opportunities.

   

The research in the book offers three more ingredients to these basics:

   

1.  The first is focus: they should define a market segment in which they have a chance of becoming world-class.

    Natura Cosméticos, a Brazilian cosmetics-maker, zeroed in on the market for “natural” cosmetics with ingredients extracted from the rainforest.      Lenovo focused on computers for corporate clients before expanding into the consumer market.     

2.  The second is innovation: global firms need new products and processes that generate buzz. 

HTC produces 15-20 new mobile-phone handsets a year.     Natura releases a new product every three working days.      3.  The third ingredient is old-fashioned brand-building: Questions to decide:          Use the company’s name (as Toyota does) or another name (as Procter & Gamble does - Gillette razors to Pampers diapers)?       How to market effectively in multiple countries without budget-busting? Lenovo has hired an expensive American marketing firm, but saves money by doing most of its advertising work in Bangalore.

 

  

Read the full article here.

 

NOTE: Do you need perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing?

 

You can contact Deb Nystrom here to find out more, without obligation.


Via Deb Nystrom, REVELN
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